Staffing – Job Description/Job Analysis

1. A job description outlines the necessary skills, training and education needed by a potential employee. It will spell out duties and responsibilities of the job. Once a job description is prepared, it can serve a basis for interviewing candidates, orienting a new employee and finally in the evaluation of job performance. Using job descriptions is part of good management and it will help an organization better understand the experience and skill base needed to enhance the success of the company. Job descriptions assist in the hiring, evaluation and potentially terminating of employees. Many times there can be a misunderstanding of what a position entails an in-depth, well-prepared job description can help both sides share a common understanding.

2. Announce plan to update job descriptions using the Job Requirements – Job Analysis process to the whole company. Briefly explain the process and the time frame for the project. Motivate employees to participate and dispel any negative feeling about the process. Stand as a unified team with Marvin and Alta Fossom and have them ask for the support and cooperation of all employees. Meet with Marvin and Alta on a monthly basis to update them on the project.

a. Meet with the general manager, supervisor of operations and customer service to discuss the project.
b. Request all documents currently being in the staffing process for every job at the company.
c. Meet with all department supervisors that oversee the warehouse, printing, shipping, customer service reps, marketing reps and order clerks in order to request any input that might have that would be useful in determining tasks, KSAOs and job context information. Ask them to make recommendations regarding who should be observed performing their jobs.
d. Compile all existing information into a set of tasks for each job.
e. Compare with O*Net, SHERM and other resources, in an effort to use standard language.
f. Give the tasks to department heads to review, change and add. Be sure to ask them to state how much time is spent on each task.
g. Schedule observations of the current employees in order to compare the supervisor’s task list with what is observable and verify it contains all necessary tasks.
h. Ask each and every employee to check the list of tasks, and empower them to add, suggest task that should be deleted and review how much time they spend on each task.
i. Prepare task statements from the task list approved by supervisors.
j. Ask all supervisors to review, delete, add or suggest changes to task statements. Have them review the importance of each task and the time spent on it.
k. Ask the general manager, supervisor of operations and customer service to review the task statements of the jobs they oversee.
l. Once task statements are approved by managers, review them with Marvin and Alta.
m. Start the task dimension process. Using the information collected so far, break down tasks into dimensions and assign the approved % of importance.
n. Using the Task statements, Task dimensions and % of time spent on tasks, I will generate KSAOs and rank them.
o. Put all of this information into a Job Requirement Matrix for each job.
p. The first draft of the Matrix for each job will be given to department heads. They will review, add, delete and work with me until they are satisfied with the matrix for the jobs they supervise.
q. Ask the general manager, supervisor of operations and customer service to review the Matric of the jobs they oversee.
r. Once the managers approve of the job matrixes, review with Marvin and Alta.
s. From the job requirements matrix, form the job descriptions and job specifications.
t. Give the job descriptions and job specifications to department heads to review, change and/or approve.
u. Give the job descriptions and job specifications to the general manager, supervisor of operations and customer service to review, change and/or approve.
v. Once the managers approve of the job descriptions and job specifications review with Marvin. He will approve the final versions of the job descriptions and job specifications.
w. Give all employees their new job description.
x. Give all managers job matrix for every job they supervise.
y. Give Marvin all job descriptions and start using them as the foundation of all staffing activities.
z. Meet with Marvin and Alta to review the project and process for updating job Matrix, descriptions and specifications.

3. Martin will house all official job descriptions and coordinate the process of updating job descriptions. Department heads will be responsible for maintaining accurate and up-to-date job descriptions of the jobs they supervise. All employees are empowered to make suggestions on an ongoing basis, if they feel their job tasks have changed or no longer being performed. It is fundamental that the “do-ers” of each job take responsibility for and are empowered to be active in maintaining their job description.

a. Martin will review all job matrixes once a year and upon hiring new employees. Every five years, Martin will initiate the job analysis process (listed in above) and update all job descriptions and job specifications.
b. At each employee’s annual evaluation, review their job description and discuss any necessary changes.
c. Martin will send a job description with each employee’s annual evaluation materials, to make sure they have at least two weeks to look at the job description and prepare to discuss it as part of their evaluation.
d. If a new job is formed or needed, performance a job analysis. Write a job description and job specifications BEFORE the staffing process begins for this new position.
e. All updated job descriptions must be approved by department heads.
f. Marvin will coordinate working drafts, final approval and be responsible for distributing job descriptions.